ENGAGEMENT SOCIETAL ET RSE

Given that a growing proportion of the Group’s activities, particularly in the Innovation division, are increasingly outsourced to less socially responsible countries (Eastern Europe, North Africa, India), how are these levels of relocation compatible with Orange’s social responsibility? How does management justify putting workers from all over the world in competition with each other, to the detriment of direct employment in France, the Group’s home country and the location of its head office?

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Continue ReadingGiven that a growing proportion of the Group’s activities, particularly in the Innovation division, are increasingly outsourced to less socially responsible countries (Eastern Europe, North Africa, India), how are these levels of relocation compatible with Orange’s social responsibility? How does management justify putting workers from all over the world in competition with each other, to the detriment of direct employment in France, the Group’s home country and the location of its head office?

The development of subcontracting has led to a drastic reduction in in-house employment, particularly in France. Between 1998 – when the sector was liberalized – and 2021, direct employment by operators in France fell from 156,000 to 98,000. Most of the job losses 20 occurred at Orange, which in the same period went from 155,000 jobs to 78,000, a halving in 23 years. On an Orange Group scale, and after a series of drastic cuts in Poland, it is France, and in particular the parent company Orange SA, that is bearing the brunt of job losses: almost 30,000 in 12 years. After the social crisis (2006-2009), the company set up 5 “senior part-time” (TPS) agreements, which, according to Orange’s social balance sheets, affected almost 54,000 French employees 3 years from retirement between 2010 and 2022. That’s an average of 4,500 people a year, including 7,600 in 2022, according to estimates circulating in the press, since the company’s management has not yet communicated the official overall balance sheet to employee representatives. . What is the total number of TPS and TPA signed in 2022?

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Continue ReadingThe development of subcontracting has led to a drastic reduction in in-house employment, particularly in France. Between 1998 – when the sector was liberalized – and 2021, direct employment by operators in France fell from 156,000 to 98,000. Most of the job losses 20 occurred at Orange, which in the same period went from 155,000 jobs to 78,000, a halving in 23 years. On an Orange Group scale, and after a series of drastic cuts in Poland, it is France, and in particular the parent company Orange SA, that is bearing the brunt of job losses: almost 30,000 in 12 years. After the social crisis (2006-2009), the company set up 5 “senior part-time” (TPS) agreements, which, according to Orange’s social balance sheets, affected almost 54,000 French employees 3 years from retirement between 2010 and 2022. That’s an average of 4,500 people a year, including 7,600 in 2022, according to estimates circulating in the press, since the company’s management has not yet communicated the official overall balance sheet to employee representatives. . What is the total number of TPS and TPA signed in 2022?

Since the beginning of 2022, even before the presentation of its new strategic plan, Orange’s new management has stepped up the pace and scale of reorganizations in various Group entities. The transformation of Orange’s distribution network in France is one of the most spectacular. Half of the Orange stores owned by the parent company will come under the control of its subsidiary Générale de Téléphone by 2026, affecting between 1,400 and 1,800 employees. The company could have carried out the transfer in accordance with Article L1224-1 of the French Labor Code, which guarantees that employees will retain their employment contracts in the new legal entity. However, it did not do so, offering instead to redeploy employees within Orange SA (in particular… in stores that are likely to close in less than two years). 21. Is this not a social plan in disguise, designed to encourage a significant number of employees to “throw in the towel” and leave the Group? How many jobs is management planning to save through this project?

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Continue ReadingSince the beginning of 2022, even before the presentation of its new strategic plan, Orange’s new management has stepped up the pace and scale of reorganizations in various Group entities. The transformation of Orange’s distribution network in France is one of the most spectacular. Half of the Orange stores owned by the parent company will come under the control of its subsidiary Générale de Téléphone by 2026, affecting between 1,400 and 1,800 employees. The company could have carried out the transfer in accordance with Article L1224-1 of the French Labor Code, which guarantees that employees will retain their employment contracts in the new legal entity. However, it did not do so, offering instead to redeploy employees within Orange SA (in particular… in stores that are likely to close in less than two years). 21. Is this not a social plan in disguise, designed to encourage a significant number of employees to “throw in the towel” and leave the Group? How many jobs is management planning to save through this project?

For the CFDT, the 2030 horizon is an important step towards a world that is different in many ways. The current crises facing our society are the result of a single crisis: a civilizational crisis. We have collectively accepted the idea that nature has infinite, free resources to provide us with. We have collectively agreed to set men and women with very different living conditions and cultures against each other, in the name of the promise of a market that will bring us a better collective future. But the other side of this promise is turning out to be far more complex and uncertain than we had imagined: climate change is accelerating, bringing with it major events and exceptional waves of migration; the rise of nationalism is spreading like an ill-adapted response to a society that above all needs collective intelligence; pandemics are hitting us like a response from the biosphere to our logic of expansionism; planetary limits are being crossed like hurdles in a race where the finishing line has all the makings of a tragic destiny. We are now facing a major crisis, that of our collective human development model. It is to this model, and to this model alone, that we need to devise alternatives in order to move towards an Orange company that could still be, in 2050 or 2100, an element of the social and societal cement linking the men and women of our societies, and which would regain a remarkable position in the hierarchy of global telecoms operators. In view of this observation, which is the preamble to Orange’s strategic approach proposed by the CFDT, we would like to know how the “Lead The Future” strategy responds to the environmental and societal challenges facing our Group? Is there any monitoring of the strategy, with impact indicators? Is there a longer-term vision to be presented in the near future, to give new impetus and a vision that will motivate employees?

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Continue ReadingFor the CFDT, the 2030 horizon is an important step towards a world that is different in many ways. The current crises facing our society are the result of a single crisis: a civilizational crisis. We have collectively accepted the idea that nature has infinite, free resources to provide us with. We have collectively agreed to set men and women with very different living conditions and cultures against each other, in the name of the promise of a market that will bring us a better collective future. But the other side of this promise is turning out to be far more complex and uncertain than we had imagined: climate change is accelerating, bringing with it major events and exceptional waves of migration; the rise of nationalism is spreading like an ill-adapted response to a society that above all needs collective intelligence; pandemics are hitting us like a response from the biosphere to our logic of expansionism; planetary limits are being crossed like hurdles in a race where the finishing line has all the makings of a tragic destiny. We are now facing a major crisis, that of our collective human development model. It is to this model, and to this model alone, that we need to devise alternatives in order to move towards an Orange company that could still be, in 2050 or 2100, an element of the social and societal cement linking the men and women of our societies, and which would regain a remarkable position in the hierarchy of global telecoms operators. In view of this observation, which is the preamble to Orange’s strategic approach proposed by the CFDT, we would like to know how the “Lead The Future” strategy responds to the environmental and societal challenges facing our Group? Is there any monitoring of the strategy, with impact indicators? Is there a longer-term vision to be presented in the near future, to give new impetus and a vision that will motivate employees?

The Lead The Future_ strategy includes a CSR/ESG axis with little structure. Above all, CSR is not the backbone of our Group’s strategy. Impact indicators should be the key to the evolution of the company’s business model and therefore its strategy. By choosing to limit Lead the Future_’s CSR to carbon footprint, customer data protection and digital inclusion, for the CFDT, Orange is missing out on many environmental, social and societal issues. By making this choice, doesn’t the Group’s management risk undermining Orange’s commitment to CSR? Financial criteria clearly seem to remain the sole drivers of development choices. Is this a reasonable orientation when one claims to be part of the last generation of managers to be able to act?

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Continue ReadingThe Lead The Future_ strategy includes a CSR/ESG axis with little structure. Above all, CSR is not the backbone of our Group’s strategy. Impact indicators should be the key to the evolution of the company’s business model and therefore its strategy. By choosing to limit Lead the Future_’s CSR to carbon footprint, customer data protection and digital inclusion, for the CFDT, Orange is missing out on many environmental, social and societal issues. By making this choice, doesn’t the Group’s management risk undermining Orange’s commitment to CSR? Financial criteria clearly seem to remain the sole drivers of development choices. Is this a reasonable orientation when one claims to be part of the last generation of managers to be able to act?

Employment in the French part of our Group continues to decline year after year. However, business activity remains high, and management’s preference today is either to subcontract or to recruit in foreign subsidiaries, where labor costs are much lower. However, for the CFDT, our Group is indeed a leading player in the telecommunications sector, with its head office in France. In our view, the Group’s commitment to France implies obligations in terms of jobs, innovation and skills development in the telecoms sector. 29. Does the Group intend to maintain employment in France at current levels? Will it abandon the telecommunications collective bargaining agreement? Will it support the development of skills in this sector, particularly in AI, Data, Cloud, Cybersecurity or Quantum, as it should as a market leader? Last but not least, isn’t there a risk that 26, by pushing for foreign spin-offs and outsourcing, it will threaten the sovereignty of our networks in France, Europe and the rest of the world?

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Continue ReadingEmployment in the French part of our Group continues to decline year after year. However, business activity remains high, and management’s preference today is either to subcontract or to recruit in foreign subsidiaries, where labor costs are much lower. However, for the CFDT, our Group is indeed a leading player in the telecommunications sector, with its head office in France. In our view, the Group’s commitment to France implies obligations in terms of jobs, innovation and skills development in the telecoms sector. 29. Does the Group intend to maintain employment in France at current levels? Will it abandon the telecommunications collective bargaining agreement? Will it support the development of skills in this sector, particularly in AI, Data, Cloud, Cybersecurity or Quantum, as it should as a market leader? Last but not least, isn’t there a risk that 26, by pushing for foreign spin-offs and outsourcing, it will threaten the sovereignty of our networks in France, Europe and the rest of the world?

France: apart from investments in your company’s own shares, what proportion of the employee savings funds offered to your employees has a responsible label (SRI, Greenfin, CIES, Finansol or foreign labels)? Please indicate the name of the label funds, the percentage of assets under management and the percentage of funds excluding employee shareholding in label-labeled savings funds, the percentage of group employees benefiting from them, and the change compared with last year. If applicable, please explain why your employee savings funds are not all labelled? If some of them are not labeled but include 7 ESG criteria, please explain how these criteria attest to a robust and selective ESG approach? In your other countries of operation: What employee savings schemes, excluding employee share ownership, have been set up for your employees outside France? Do they include robust ESG criteria? If so, which ones? If not, why not? How do you involve your employees in the selection and monitoring of responsible investment funds?

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Continue ReadingFrance: apart from investments in your company’s own shares, what proportion of the employee savings funds offered to your employees has a responsible label (SRI, Greenfin, CIES, Finansol or foreign labels)? Please indicate the name of the label funds, the percentage of assets under management and the percentage of funds excluding employee shareholding in label-labeled savings funds, the percentage of group employees benefiting from them, and the change compared with last year. If applicable, please explain why your employee savings funds are not all labelled? If some of them are not labeled but include 7 ESG criteria, please explain how these criteria attest to a robust and selective ESG approach? In your other countries of operation: What employee savings schemes, excluding employee share ownership, have been set up for your employees outside France? Do they include robust ESG criteria? If so, which ones? If not, why not? How do you involve your employees in the selection and monitoring of responsible investment funds?

Do you publish a document detailing your commitments to fiscal responsibility? How does it fit in with your corporate social responsibility policy, going beyond mere compliance? Is it reviewed and approved by the Board? (Please attach a link or specify where the document appears, along with a detailed explanation) Do you specify any tax practices that you consider unacceptable?

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Continue ReadingDo you publish a document detailing your commitments to fiscal responsibility? How does it fit in with your corporate social responsibility policy, going beyond mere compliance? Is it reviewed and approved by the Board? (Please attach a link or specify where the document appears, along with a detailed explanation) Do you specify any tax practices that you consider unacceptable?

How do you monitor and ensure alignment between your ESG objectives and the positions of the trade associations of which you are a member, as well as any potential divergence from your own positions? Do you publish a report in which you detail how the positions of your company and your trade associations are aligned, but also where they may differ from each other?

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Continue ReadingHow do you monitor and ensure alignment between your ESG objectives and the positions of the trade associations of which you are a member, as well as any potential divergence from your own positions? Do you publish a report in which you detail how the positions of your company and your trade associations are aligned, but also where they may differ from each other?